Planning is a process of defining an end state in some level of detail, then subsequently breaking each detail into more specificity. We started with a global concept—a vision that was broken into more concrete terms or goals. These are still too large to work with on a daily basis. They must be further broken down into units of work. A simple and functional method is to divide each strategic goal into a number of objectives. Four or five objectives per goal seem to be the rule of thumb.
Multiple objectives are the intermediate steps toward the strategic goal and ultimately the vision. Let’s examine a goal and apply the concept of decomposition—breaking it down into further measurable objectives. These objectives must have some elements of realistic application. They must be:
- Specific. Does the objective have a well-defined outcome or end state?
- Quantifiable. Can the objective be measured in some practical way?
- Achievable. Can you accomplish the objective with some sense of reasonable effort?
- Timely. Can the objective be accomplished within a reasonable time frame consistent with the plan and its internal requirements?
- Responsible, Authoritative, and Accountable. Who has the primary charge for completing this objective? How much authority will that party be given to act out the tasks necessary to get results? How do you plan to hold the person accountable for the success or failure of the objective?
The financial goal is used as an example because all organizations must make a profit or work within a financial constraint such as a budget. Accomplishing the four or five intermediate objectives ensures the completeness of the goal itself.